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Internet Article Review - "When to call the organization doctor".

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Introduction

Article Review 1 Internet Article Review "When to call the organization doctor" Diane R. Easter-Brown MGT 330 Management: Theory, Practice and Application Professor: Andre Sowunmi February 16, 2003 Interview Article 2 Internet Article Review "When to call the organization doctor" Summary In the article, When to call the organization doctor by Robert N. Llewellyn discusses many techniques that are available for an organization and managers to use in determining how to properly identify organizational problems, or resolve current problems within the organization. Llewellyn's article briefly describes eight-elements in accomplishing organizational effectiveness: Strategic Direction, Goal Alignment, Work Process and Projects, Organizational Structure, Performance Management, Rewards, Cultural Support Systems and Infrastructure. The article further points out that after a manager have identified the elements for effective organizational management than they should apply these elements to diagnosis problems within the organization. Furthermore, "When a fit problem is identified... one must use not only simple deductive thinking, but inferential thinking as well." (Llewellyn, p.79, 2002) ...read more.

Middle

On the other hand, the self-medication approach can sometimes have limited impact and can even lose headway. Without any external help or ideas, the side effects or self-treatment can be limited management thinking, stubborn devotion to traditional and comfortable viewpoints. Self-medication can work well, but management must be well informed about the range of effective remedies. Interview Article 4 Take the statement made by Kevin O'Connell, one of my fellow classmates," Effective management uses mistakes as opportunities for learning and is able to recover and quickly adapt to changes in the business climate. Ineffective management points the blame on others and never learns nor takes ownership for mistakes." (Main newsgroup DQ2, February 5, 2004) Furthermore, preferring the self-medication approach, many organizations continually engage in various processes aimed at self-change. They may purchase current management books, videos and training materials -- the counterpart of over-the-counter medications -- but in general, they prefer to figure things out for themselves. Many firms are simply more comfortable with this "do it yourself" approach and have little attraction to the idea of bringing in outsiders to deal with their change agenda. ...read more.

Conclusion

In order to be successful in the market environment of managed care and managed competition, my institution needs to expand market share through superior quality service; reduce management overhead with flat structure; increase productivity with self-directed teams; control expenses within budget; reinforce innovation and performance with incentives; and reinfuse employees and medical staff with a sense of shared optimism about the future. Interview Article 6 I believe the result will be a sweeping overhaul in organizational culture, driven by a radical shift in management philosophy and a permanent commitment to seek continuous improvements at all levels. Conclusion It is evident from my evaluation and the article When to call the organization doctor by Robert N. Llewellyn that careful evaluation and diagnosis of the central problems in an organization can help avoid ..."expensive, disruptive, and often unnecessary intervention..." (pg.79, 2002) Overall, through a conservative position an organization can develop the capability to evaluate and diagnosis effective organizational skills to improve the many problems that may arise in the organizational structure. Fundamentally, as long as the organization is willing to strive for organizational effectiveness, they have a greater chance of solving problems within the company. ...read more.

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